All right, so if you have an empty seat next to you, we have a few people that are looking for a chair. Could you please raise your hand to help people find a seat? I think we're almost full. There's a couple seats up here, ladies. And my greeter, your name is? Jen, do we have any handouts left, Jen? All right. All right. Everybody have a seat. If you're next to somebody who could do a seat. Okay, perfect. All right, so this workshop is really like we talked about, it's an extension really of the keynote. And what we wanted to do is really talk about brass work. Now, brass work on a ship is the most important thing. So think about wooden vessels. The only thing that would survive after a wooden vessel is sunk or goes down is gonna be the brass work. And so the brass work is the pride. It is the distinctive reflection of the leadership. Brass work takes a really long time to do. And so if you have time to do brass work, you have done all of the other things that make the ship go, and now you're just scrubbing on the details. So it says that you not only have all of your stuff together but you're above and beyond. And so today we're gonna talk about brass work. It's that consistent care of the little things and the effort that goes into those little things. Just this past September, Gallup came out with a new State of the Global Workforce Report 2022, brand new right off the presses. If you haven't seen it, I highly encourage it. They said 21% of employees are actually engaged at work. One fifth of your workforce. And only 33% of employees are thriving in their overall well-being. Now they define employee engagement as the involvement and enthusiasm employee at work. The involvement and enthusiasm of employees at work. Now that's kind of the bad news. The good news is they did this globally, which I would encourage you to look at. And the good news is U.S. and Canada outpaced the rest of the world right now. Outpaced the rest of the world. Number one on employee engagement, number one on well-being, number one on job opportunities and living comfortably. And living comfortably. And so what we're talking about here is how do we help people with burnout? How do we help them manage the unmanageable workload, the unclear communication, the lack of managers? These are what they described contributes to burnout of a workforce. And they said the bottom line between all of these, one common denominator is what? Anybody know? The boss. Ooh, we're all bosses at some point, right? It's all the bosses. Now, not to say that I disagree with Gallup, but I'm gonna disagree with Gallup. It's not always the boss. I work in those environments. Unclear communications, unlikely expectations, right? We deal with hurricanes and it just completely takes out an entire community. And yet we have Coast Guard people, not raising one hand, raising both hands to run into the fight to help these people. No electricity, no food, no water, don't know when they're gonna be back to their families at all. We have other Coast Guard members running to the fight in Deepwater Horizon, going into hazardous materials, breathing in hazardous materials, not for a week, not for a month, but over a year and a half, two years, three years, we still have people deployed down in Deepwater Horizon, working on the recovery piece. And what all of those have in common is the same circumstance that Gallup said. Unmanageable workload. Deepwater Horizon, unmanageable workload. Unclear communications, lack of support, right? You can't get enough support, enough supplies in following a hurricane. Some of the roads are closed. Unreasonable time and pressure. Everybody wants their house back to what it was pre-hurricane, right? Unfair treatment at work. We in the Coast Guard beat up Deepwater Horizon. In the press, they're not doing enough, right? So what's the difference? So what's the difference? I'm gonna tell you the answer is in the mangroves. We talked a little bit about my undergraduate degree being in biology, and so I draw a lot of leadership, understanding, and appreciation from biology. And a professor, Hugh Smith, who was from Washington, was in the mangroves in Southeast Asia. And the sun started to set, and he's literally going in and out of these mangroves. And as it started to get dark, what he saw was lightning strike this tree, and it just lit up all of the branches. And then it went dark, and then it went dark. And then lightning struck again, same tree. He's like, wait a minute. So he got closer to the tree, and it went dark. And as he got closer, he realized that it, in fact, wasn't lightning, but it was the bioluminescence bugs all lighting at one time. An amazing phenomenon back in 1935 that nobody had ever researched before, nobody had ever seen before. So, of course, being a professor, immediately went back to Washington State and published it. And, of course, like all great scientists, was immediately dismissed, not believed. They said physically, mathematically, and biologically, what he observed is completely impossible. So the biologist said, ridiculed his account because, and called it fabricated because why would a male lightning bug, only the male lightning bugs light up? It doesn't make sense that male lightning bugs would congregate together and then have competition among each other so closely. The mathematicians were equally skeptical and said it's impossible for that many lightning bugs to synchronize and light up all at the same time, just mathematically for thousands and thousands of those. And, in fact, it was the whole forest. And then the epidemiologist, the bug people, said it's impossible because a lightning bug has just a very small amount of vision and it can't see that far. But what they learned was it doesn't have to see that far. It only has to see the other lightning bug right next to it. Modern science now knows this phenomenon. You can actually go in Knoxville, Tennessee and see this phenomenon in the Smoky Mountains. You're shaking your head, right? Have you done it? Oh, yeah. Yeah. It's amazing. And, in fact, what they've learned is a lightning bug in your backyard has a 3% chance of mating. A lightning bug in this phenomenon, 82% chance of mating. That is a 79% increase. A 79% increase. And, in his book, Big Potential, Sean Aker talks the same is true for humans. Our new understanding of positive systems teaches us that by becoming a positive node in our own workplace, company, community, and helping others around you improve their creativity, their productivity, their abilities, and their performance. By becoming that positive node. He went on to say that you're not only helping the group become better, but you're exponentially, 79%, more likely to increase your own level of success. 79%. Which runs counterintuitive to most of our cultures. Think about it. Runs counterintuitive. What do we do in schools? Somebody's a valedictorian and everybody falls out underneath, right? It's counterintuitive. But it is very similar to what we experience in the Coast Guard. This is a line. Some people call it a rope. We call it lines in the Coast Guard. This is a mooring line. But look at the small fibers. Those small fibers are no bigger than the hair on your head. And yet, when we wrap them into a yarn, when we twist them into a yarn, and then we wrap that yarn and twist that, and then we braid the yarns together, it can hold an aircraft carrier. Can hold an aircraft carrier. Right, we are stronger together. We know that biologically. We know that even in the maritime environment. A study by Morton Hanson, he's a professor at Berkeley, contributed to the good to great with Jim Collins. What they did was they rank ordered all of the employees. So think of all of your employees for a minute at your place of work. Think of all your employees. You know who your top performers are. You know who your middle folks are. And you know the ones who are kind of lagging behind, right? You got a kind of a span, right? They found that people with high purpose and high passion were in the 80th percentile, those top performers. Not surprising, right? So purpose is like an enthusiasm for something greater than myself, right? Something that's outside myself. Passion is motivation and excitement and those go-getters, right? High energy. Now, not surprising, low purpose, low passion or what? Who are those people? Low performers. 10th percentile. How many people think that high passion, high go-getters, low purpose are the next winners? Next higher, your next higher performers? Anyone? What about low passion, high purpose? What about here? There's nobody raising their hand. Is this on? Everybody's like, I'm not falling for that, Ryan. Well, let me show you. 20th percentile. People with high passion, go-getters, highly motivated individuals, high energy, low purpose, not looking outside themselves. And here's your other ones. Purpose outpaces passion. So when you are talking about hiring someone, we want to hire for high purpose, not high passion. Why? Because passion eventually fizzles out. So think about every college commencement speech ever. Follow your passion. No, no, it's follow your purpose. Why were you put on this earth? Why were you put on this earth? What is the greater good that you're contributing to that positive note? Are you lighting other people up in your workplace? And when you light other people up, they in turn light other people up and it raises everyone. As we say in the Coast Guard, all boats rise to the rising tide. Purpose is your true north. We call them watchwords in the Coast Guard. So when I was the Admiral, in charge of all of the Great Lakes, my watchwords were honor the member, honor the mariner, and honor the memory. So honor the member started with honoring the people. Recognizing them, make sure they're trained, make sure they have all the equipment that they need, make sure we have all the partnerships that we needed with Canada. Honor the mariner, the heart of what we do, it's right in the middle. It's the whole reason why the Coast Guard exists. And then honor the memory, that long blue line. You would call that in business sense, branding, you're protecting your brand. Honoring that long blue line, honor the member, honor the mariner, and honor the memory. Having that vision helps people make a decision when they don't know what to do. It helps them to know what to do when they don't know what to do. What do I mean by that? Case in point, this small boat was on a search and rescue mission. We had a boat that had gone aground so abruptly, it hit aground so abruptly that it threw everybody onto the boat, they had lacerations, broken bones, blood everywhere. This boat went and rescued those three people, got them off of this grounded vessel, and we are screaming as fast as we can to the pier where the ambulance is being dispatched to meet us. As it turns out, the boat is running parallel to shore and the ambulance and the road that they're on is also running parallel to shore. Now as you know, the boat only goes about 20, 30 knots, miles an hour if you will, and of course the ambulance can go a lot faster. The ambulance stops and starts doing this, like we're here. They're not anywhere near a pier. The coxswain had to make a decision. Do I turn the boat and run it aground, and when you run a boat aground in the Coast Guard or in the Navy, your career is over. Like it's over. No tolerance, zero tolerance, right? I mean that's what we do. Or do you scream to the pier and just keep like, going on to the, telling them we're gonna meet you at the pier? The coxswain told me, he went back to my watchwords, he goes, I didn't know what to do. But on to the member, on to the mariner, on to the, he said, the first thing I did was turn to the crew. Can we do this? What is the bottom topography? It was sand. So the likelihood of severe damage to the boat, loss of an asset, was zero. It was sand, right? Then he said, what's the best thing for the mariner? Get them to an ambulance where they can start running IVs, they can start setting the bones, those kind of things, get them into splints and get them on to, on towards the hospital much quicker. On to the mariner, and on to the memory. Is there anybody around that's gonna like, write on the Washington Post, front page, Coast Guard cutter, no. And he ran that boat aground. And he put all those people on there. The next morning, I got briefed. Ma'am, we just wanna let you know that we had a small boat that went aground, we're conducting our investigation, the coxswain is off the water, right? Just like a police officer who's shooting, the coxswain immediately comes off the water. He's probably gonna lose his qualifications as soon as we find out. Then they told me what happened. And I'm like, that is not a grounding, people. That is a landing. What are you people? I said, stop the investigation, shift it over to accommodation. I think people should be investigating whether or not these people deserve a high accommodation and special recognition from the admiral. And we ought to make this a darn Coast Guard policy. Like, this is craziness. What is the best thing, what is the best thing possible? So we started writing it up to change our national search and rescue manual in the United States Coast Guard to make sure this never happens again. We went in to make sure the references were right. Where would it fall right in the right paragraph? It's in there. It's already in there. Nobody on my staff knew, the Coxsons didn't know. You know, how many times are a manual? Already in there, already in there, right? But they didn't know what to do, but they followed those watchwords. Another great example. We create happiness. Do you know that's the motto, actually, of Disney for their employees? That is what they're tasked with doing. When they wake up in the morning and put on their casting uniforms, that's their, it's not the happiest place on earth. That's what you go to visit. This is their charge. There was a young family who came to Disney, had an autistic boy, season pass holders. They said, if you finish the whole day, we'll get you a purple balloon. It was the very first time he ever did that. They're walking out, they go to the first gift shop, no purple balloons. Go to the second gift shop, no purple balloons. They're now going to the final gift shop, and they're kind of a little in a panic. And he's starting to get panicked. He's autistic, he's, I worked all day for the purple balloon. One of the cast members came up and they saw them a little bit out of sorts. And they said, can I help you? And they explained the situation, and we promised him a purple balloon. She goes, wait right here. Went into the back, created happiness, got the purple balloon. Because that was her charge. She knew that that was her charge. The Ritz-Carlton. Anybody know what the Ritz-Carlton is? Yeah. Did you? Oh. Yes. So they're charged for their employees. We are ladies and gentlemen, serving ladies and gentlemen, taking care of ladies and gentlemen. Yep. Does that apply to the people at the door? Does that apply to the front desk clerk? Does that apply to the maids? The restaurant people? See how that vision, how that true north can define everyone's behavior in your workplace. How it can create that positive note, how it can give people direction, and they know what to do when they don't know what to do. Does your purpose in your organization, first of all, do you even have one? Is it written down? Or is it some, you know, what I call words on a wall, and you don't actually live them, because that happens a lot, right? Does it bring clarity? Does it inspire? And does it set the gold standard? And does it build resilience? Where are you going? Because absent that, people are going in all different directions, because they don't know what to do. Your mind is a GPS. It is a goal-producing system. Whatever you put out there, it will seek relentlessly to find. If you say, I'm a failure, it will seek relentlessly to find that, right? I'm a success. It will seek relentlessly like a missile to find that. And we need to track our progress. That's the most important. So what I'd like you to do, we're gonna do this first. Go ahead and turn to page one. And those who are standing, I apologize, I don't see any other handouts. I had a hundred handouts. Oh, good. There's a couple handouts. If you have a handout next to you, could you, thank you, thank you. If you don't, you can do this in your book. It's not a problem at all. So I'm gonna give you just two or three minutes, just write down every success you can think of. Anything. Go ahead. I'll give you two minutes. One word answer. These are one, this is not a paragraph. One word. Like, one word answers. Have a job. One word, just put job. I've got about one minute. Okay, let's go ahead and stop. How many over 20? Anybody over 20? Some fast writers? Anybody over 15? People over 15? People over 10? All right. There we got some liveliness. People over five? Oh, yay. Okay. People less than five? Got a couple people less than five. Okay. All right. So, let me ask you. Did you graduate first grade? Raise your hand if you graduated first grade. Keep your hand raised if you graduated second grade. Did you graduate third grade? Did you graduate fourth grade? Did you graduate fifth grade? Sixth grade? Go ahead and put your hands down. Are there people in the United States who have never graduated sixth grade? Yes, absolutely. Who has first grade, second grade, third grade, all the way to sixth grade on their list? Anybody? Is it a success? Yes. Academic successes, right? Trophies. Does anybody have a trophy? A couple of trophies on there, good. Graduation? Okay. Travel? A couple of travels, good. Thank you for your service. Any military folks? Yes. Really? Yeah, baby. All right. Thank you for your service. What about kids or family? Yeah. Okay, good. That was our most popular. So, we're going to repeat this exercise. Ready? Graduate as many of your successes as you can in two minutes, go. If you run out of paper, turn the page. Ten seconds. No pressure. And stop. So, I got to say, just looking around the room at some people, so she has 33. Anybody have more than 33? Yes. What's that? 35? 40? 50? 60? 60? What is your high number? All of my birthdays were successes, so. Okay. How many successes do we have in our lives? Right? Thousands. Tens of thousands. I don't know. Hundreds of thousands. How many successes do you have in your business every day? Right? Look at everybody's smile on their faces as they're looking at all of their papers, right? When we track our successes, no different than when I'm tracking my progress on a track line. I'm going from point A to point B. It reminds people, today was not wasted. Right? How many times have you ever gone home, my husband goes home and he goes, hey, how was work today? And I'm like, I have no idea. I went to work. I answered emails. I came home. Right? It's hard to track that progress. But as leaders, what we need to do is track that progress for our staff. Track that progress for our business. The small things matter. Like we said before in the major keynote, if you drive into work and somebody cuts you off and you do not give them the finger, put it in the book. That's a success. Oh, yeah. This hit a little close to home for some of the people in the front row. Clearly. Right. We've already done that. What are some of your observations about that exercise? Just give me a couple. We'll take three. Somebody have a, give me a small observation. How did you feel? What was going on inside as you were doing those? So she said she doubts herself. So some of those automatic negative thoughts that we talked about in the main session, the ants start creeping in our brain like that's not a success. Anybody put down their driver's license? Couple people? Oh, yeah. Do you remember the day you got your driver's license? You were like, yes. I am driving. Right. How excited were we the day we got our driver's license and yet when I do this exercise, almost nobody ever puts down driver's license. That's a success. Right. We need to take away the judgment and just say it's a success. It's a success that I got to my next birthday. That's all right. Somebody else. So we work in the back of the office where it is what have you done for me, maybe. The success from yesterday does not count as a success today, so maybe that's why we are so few. But looking at it as not everything else is success, everything that you do is success. Right. Right. I mean, processing paperwork, you know, the assembly line, sometimes that might be the only success is that you kept everything flowing. Right. So it's not backed up. What I would encourage you to do is maybe reframe that and show them that there's progress. One or two more. Yeah. I'm sorry. I felt nervous. You felt nervous. Right. Again, some of those ants, some of those negative thoughts. When you do this exercise, I encourage you to do this. Have a success journal. When I did this my very first time in my training, I went, graduated first grade, graduated second grade, graduated, got to fourth grade. I'm like, ooh, played in band, was a crossing guard, was a student. You know what? And I went down like four pages of what I did in fourth grade. I'm like, holy crap. I haven't gotten to fifth grade. Right. It starts to bring up and it reminds yourself that you are a success. That's the important thing. This is about your internal work. One more in the back. Somebody else in the back. Yeah. Contributed to that success. So I'll repeat for some of you that didn't hear. What he said was as he was trying to do it the first time, if I might put words in your mouth, he was trying to think of all the big things. Purchased my first house, purchased my first car. Right. Those kind of things. But the more important takeaway here is that all of the other little successes that led up to that, like having the maturity to be able to save money to buy your car. Like all of those breadcrumbs that led to buying the car, sometimes we only celebrate that big things. And you're exactly right. If I could have paid you, I would have said exactly. The takeaway here is celebrate the daily successes, the small successes. The big ones certainly celebrate as well. Those will elevate. But we need to really look at those successes. Great leaders track success. If you want to be a great leader, you want to be somebody who is admired in your workplace. You want to be one of those bosses who people say, I just love working for you. Track their successes, because they're not tracking their own successes. They're not tracking their own successes. And most of them will tell you, do you know that 80% of the workforce, 80% of the people who work for you say, my boss never recognizes me. Only 20% of the people think that they are actually recognized by their boss. And guess what? When they talk to the bosses, they say, I recognize my employees 80% of the time. It's exactly flipped. And do you know why? Because they're not looking for the big recognition. They're not looking for the end of the year employee of the year. They're looking like I grinded this freaking thing out. I dealt with this very difficult person in the front office and handled it. Crickets. And all they're looking for is, wow, did an awesome job today. Thank you. That's what 80% of the people are looking for from your leaders. Having a success will help you self-empower, self-affirm, self-validate. Celebrate your everyday successes. So, so important to do that. What's great about the Coast Guard is every time I put on my uniform, I get to see I'm a success. But I do. You have some of those, did I really earn this? But the things that you're most proud of are not necessarily the highest ranking. So the search and rescue case I talked about being in 40 foot C's in the main, that was one of my lower ranking ribbons. But it's the one I valued the most. Because it's the one that brought our crew together. And still to this day, we are still a very close, tight-knit group. We want to light other people up by having a defining moment. We want to light other people up. This is Joshie. Joshie, unfortunately, was left by a very small boy at a Ritz-Carlton. And the only way the little boy would go to sleep is his dad said, Joshie's just staying on vacation a little longer. It's OK. Remember how much fun we had on vacation? Joshie's having a blast. He called the Ritz-Carlton and said, can you snap a picture of Joshie? Right? Now, they could have said, they could have just stuffed him in one of those FedEx boxes and shipped it off, right? What did Ritz-Carlton do? We are ladies and gentlemen serving ladies and gentlemen. They took him. So here's Joshie getting his little massage with the eyes, right? He's hanging out with all of his friends just like the family did. He's on the go-kart. He's in security. He's helping out, right? They filled an entire 3-inch binder of all of these Joshie pictures all over at the pool, hanging out, having an ice cream, right? And then they also included all of the branding, all of the things from the Ritz-Carlton. So they gave him a football and a Frisbee. Do you think those people are Ritz-Carlton customers for life? And what did that cost? Nothing. Light others up. Let me give you a medical example. Doug Dietz is a principal engineer for GE and created this MRI. And he was so excited. He's like, do you mind, Dad, right after it got installed? Because I just want to watch the first family. I'm so excited. So he saw the family coming down with their seven-year-old little girl. And about halfway down, she stopped. And she's grabbing onto her dad's leg. And she said, Daddy, look, we talked about this. You have to be brave. You have to be brave. They got all the way there. Took them about 12 to 15 minutes to get her onto the MRI, four-minute MRI, right, and then off. And then they left in tears. And Doug Dietz, an engineer, of all people, not known for their feelings. Trust me, my entire family, brothers and dad, engineers, he got down on his knees and said, what is she seeing? She's seeing this beige, scary room with crime scene tape, right? Scary place. And he said, you know what? We can do better. He got together with some children museums. And they created the Jungle Adventure. They put little stickers all the way down the hallway. And what do kids, when you have rocks in the hallway, what are kids going to naturally do? They're leaping from one rock to the other. They got all the way down there. And what is this? This is a canoe. And they go, we're going to go on a jungle adventure. But you have to be really still. We're going to go in the canoe. It's going to be very loud. Jungles are very, very loud and full of scary things, right? But stay perfectly still, because we don't want to upset the boat, right? Such a success. It reduced sedations from 80% to 3%. And it reduced the time to get the children on the table from 10 minutes to one minute. So this is a second one with a more modern one. And this is the exact same machine. And look at the coloring, how it even makes the opening look so much bigger, just by the optical illusion of having the ship there. Isn't that cool? They had another one that was a tiki hut themed. And afterwards, they even have pina colada and the smells. And the parents come in, and they're like, is that smelling what I think it's about? So they've even gotten some of the aroma in there. And as he was talking about this with the mom in the pina colada one, his daughter's pulling. She goes, give me a minute. And he's talking and talking, pulling and pulling, talking and talking. She's like, what, honey? She turns up, and she goes, mom, can we come back tomorrow? Right? Light others up. How can we light others up? We want to create defining moments. An MRI is a pit. We need to fill the pits. But he not only filled the pit, he created a peak. So how do we do that? And in this book, I have it in your handout. There's four elements. There's four different defining moments, elevation, pride, insight, and connection. I'll run through them very quickly. Elevation is a rise above the everyday. The easiest way to think about elevation is you're in different clothes. You go to graduation, you're in different clothes. You're going to a wedding, you're in different clothes. So retirement, for some blue collar workers, they might actually put a tie on. So these are moments of transition or elevation. So think of things like signing days for high school students that are going off to college, or the Magic Castle Hotel. The Magic Castle Hotel is in California. It is a 1970s vintage, not a lot when you walk in. But they are packed. They charge the same amount as the Four Seasons. And it's hard to get a room there. And part of the reason, they have a Popsicle Hotline right there by the pool. And when you call the Popsicle Hotline, a staff member comes out with a silver tray with white gloves on and delivers your Popsicle right pool side. That is a peak moment. People will talk about going to Disneyland and the Popsicle Hotline when they get home, and they talk about their vacation to their neighbors. And they get repeat individuals. My nephew got married on Saturday. And he said, you'll never believe, they got a two hour hold because the Fort Lauderdale Airport was flooded. And so the Southwest Airlines stewardess started a toilet paper roll. So they had toilet paper rolls that started at the beginning of the aircraft in the middle seat. And they had to unroll the toilet paper all the way back, and it couldn't break. And it was a toilet paper race. So you see, on this side, this is his side, obviously. We're losing. These guys have already gone. And if it breaks, they have to start over, right? But Southwest Airlines took a pit, sitting on the tarmac for two hours. And you should hear, I got the video. If you're interested, I can plug it in later. You should hear the hoops and the hollerings of, hurry up, hurry up, hurry up. And of course, they're over the PA system egging him on. That just happened. It was so funny. He was on his way to his honeymoon. Next one is pride, capturing us at our best. So conquering challenges, achieving milestones, reward for hard work is where we see pride. Took a stand. So on Fitbit, they celebrate 1,997 miles. Why would you do that? Why not 2,000? Anybody know? Say again? A year that they were. No. That is the number of miles to travel across India. And you get your India stamp. Now, isn't that interesting? You could have just said 2,000 miles, right? Nope. Since you've had your Fitbit, you've gone the length of India. What a great way to put that. Anybody have ever spoken to a World War II veteran, World War II spar? Many of them only served for a year or two. And that was a defining moment for them, moment of great pride in, of course, any type of race. Next is insight. So these are inventions, discoveries. These are like aha moments. This is the, ooh, I might be talking to the person of my future spouse for the rest of my life. That's kind of an insight, right? Feedback, right? So Sarah Blakely, the founder of Spank, she's actually married to a Coast Guard officer. Her dad, when she was growing up at dinner time, said, what did you fail at today? That was their dinner question. He wanted to make sure that they were failing at something and failing forward. And what did you do about it? That's what she came up with, discovery of insight. 360 surveys. Some of them are great. Some of them not so great. But it provides that insight or customer feedback. And then finally, connections. Developing opportunities for connections. So I think of these as like wartime buddies. Connection from my crew on that one search and rescue case. We're connected for life. Making meaningful connections. Even things like your company picnic could be an opportunity for a connection. Some people go off site and do team building. That's an opportunity for connection. For us, it might be an achievement at work, receiving x number of revenue, how many patients have come through your door. If you have that count, why not start celebrating those? This is a cocaine bust. So each one of these bales is about the size of a regular hay bale. And in there are small bricks, all of pure uncut cocaine. And this was seized from one of our Coast Guard cutters. We seize the most of our cocaine from semi-submersibles that are coming off of Columbia and trying to smuggle. So these people, that will be something they will always remember. Huge drug bust. So turn to page two. And just pick one category, if you will. And we're just going to do each of these pages just one minute. Just one minute. So just a word or two, what could you think of for an experience for a moment of elevation that rises to the every day? Do you currently have retirement ceremonies? Do you currently have celebrations for graduations? Or what other transition, maybe somebody gets a new certificate, what could you think of in just one of these categories? We're going to do one minute. That you could employ right now at your business to make a moment of elevation. To create a moment of elevation. And obviously, you'll take these home so you don't have to fill all of them out. OK. And stop. We'll go on to the next one. A moment of pride. Something that captures us at our best, recognizes conquering challenges, milestones. I think if you have a PT, this would be really something ripe in your, I think of the people that ring the bell after achieving cancer, remission, those kind of things. But what could you implement right now that captures people at their best, that recognizes them for conquering a challenge, or achieving some milestone, or showing courage? What's an idea? Thank you for watching. Okay, and stop. Move on to your next page. Oh, I wanted to point out, you'll notice at the bottom of that last page, to create extraordinary moments, you must guard against the trap of reasonableness. You're going to have heard these talks, you're going to have heard this motivational speech that we've been talking about, beware of the soul-sucking sensibility, wouldn't it be easier if we just ... Yes, wouldn't it be easier if they just put a cooler at the Magic Hotel and said, anybody who wants a Popsicle, open the cooler and retrieve one. That's more sensible, right? A lot easier, more accessible, but that doesn't create the moment. So you really have to guard against ... When we do retirement ceremonies in the Coast Guard, we often go off-site. We bring in a caterer. It's a big deal. If you're doing a retirement ceremony in your lunchroom, not really a retirement ceremony, not really creating that moment, that elevation, right? So those concessions do not create moments, they actually kill them. You're creating a pit. So something to think about. Okay. Moments of insight. This sparks discovery. So inventions, discovery, feedback, surveys, maybe you already do some of those. This is that eureka, I might spend the rest of my life with this person, this suddenly knowing, like wow. How could you discover something, define an insight about your business, define an insight about your family? How could you go about doing a moment of insight? And those of you who are stumped, I find this one the hardest. This is the brass work we're talking about. This is the polishing, the hard work. How would you do this? And stop. And last one. Connections. What are some things you could do? Think of them as team building, things that would increase the relationship. Think about your family. What could increase the connectedness? What are some activities you could think of that would increase the deepening the ties? Okay and stop. Now I'm going to ask everybody to stand up. You've been sitting for a while. Stand up. Everybody stand up. Everybody find a partner. Everybody find a partner. Raise your hand if you need a partner. Everybody have a partner? All right. Your partner. Find another set of partners to make a group of four. Make a group of four. You might have to move around the room. It's okay. Go ahead and move into the aisle ways. No? Where's your partner? Who doesn't have a partner? Okay. Is there somebody without a partner? Right. Partner? That's all right. Make a group of five. Joe, you need somebody? All right, everybody. Hold up. Hold up. Listen up. Everybody got a group of four? Who does not have a group of four? Three? All right. Well, it's all right. You want to go down there? Okay. Perfect. Look at that. Perfect group of four. Okay. What you are going to do, you're going to count off. The person with the longest hair is number one. Everybody with the longest hair, raise your hand. All right. Listen up. Listen up. Longest hair, put up your hand. Ready? Listen. And you point to somebody in your group and say, you're going first. All right. Now, what I'm going to ask you to do is just go around and share what you have. So start with your first one. Start with elevation, pride, connection. Go ahead and share. It's a five-minute activity. Share amongst yourselves. What did you have? Share your ideas. Steal shamelessly. Okay. All right. Make sure everybody's sharing, make sure everybody's talking. One more minute, finish up your conversations, one more minute. Okay, let's go ahead and find our seats, let's find our seats. Let's go ahead and find our seats. Let's find our seats please. Alright, so I know all of you had the most awesome group. Yes, right? So I'm going to go back, I just want one share, one like awesome, like who in their group thought they had one awesome moment of elevation? Who had one, go ahead, shout out loud, go ahead. She elevated her front office person to her manager because she thought she was doing such an awesome job. Give her a round of applause. Alright. Awesome. Rise above the everyday. Anybody have an event that they thought of that they could use for elevation? An event of some sort? No? Okay, quickly, moment of pride. Somebody have a cool moment of pride they want to share? Yeah. My son in the fire academy. Her son in the fire academy. Awesome achievement. Moment of pride right with graduation. Go ahead and give her a round of applause. Alright. Insight. Who's the tough one in here? Got the insight one. Who has a cool insight one? Anyone? Yeah. Oh, interesting. So, what she's learning about her own insight is that she gives off, or she gets feedback from people that she gives off a lot of positive energy, but she doesn't feel it herself, is that what you're saying? Yeah, okay. You're awesome. And then, finally, moments of connection. Anybody have an event that they would, go ahead, moments of connection. Hold up, hold up, everybody. Hold up. Go ahead. I'm planning a team service project for Habitat for Humanity. They're looking at planning a team service project for Habitat for Humanity. And I will say, speaking of energy, the highest form of energy of positivity that lights more things up in your brain is when you are in service. Anytime you are in service, it lights, it's almost like gratitude. So awesome. Give her a round of applause. Awesome. I left here the purpose statement. If you want to go ahead and run through that, either for your company or for yourself, it's self-explanatory. We're not going to have time to do it here. I want to say thank you, thank you, thank you. But we can, I cannot do this alone. You cannot do this alone. What I hope you will take away is to understand that you are the positive node. You are the one who can start the light that then has another person next to you see the light and brighten up. And then the next person and the entire forest that they now see, that the scientists now see in the mangroves is lit up. The other thing that's interesting that they found about the mangroves is the more male fireflies congregate together, guess what happens? The brighter the light. And the brighter the light, the more fireflies, the more positive fireflies can come find you. So the more positive light you can have in your own company, the more you will attract more positive people in your own workforce. So if you're looking to start that positive spiral up, start where you are and you will start attracting more lightning bugs. Thank you very much. It's been my great pleasure. Thank you.

brass work

attention to detail

excellence in leadership

small things

employee engagement

leadership

combating burnout

defining moments

elevation

meaningful connections